the cluster approach presentation

Global Shelter ClusterShelterCluster.orgCoordinating Humanitarian Shelter

The Cluster Approach

1


The initial problemWhat

organisations are already

here?

Is anyone already doing X?

Where do people need assistance?

Who needs assistance?

Where can I get information?

How can I get funds?

Who is doing Y in X-town?

Why is the government

(not) doing X?

2

Who is in charge?


Origin of the Cluster approach

The Humanitarian Response Review:Commissioned in 2004 by the Emergency Relief Coordinator to assess the capacities and effectiveness of the global humanitarian system. Led to the initiation of a Humanitarian Reform Process as of 2005 to address several areas of weakness.

3


Purpose of the Cluster approach Ensuring more predictable leadership and clearly defined

responsibilities by identifying cluster leads that are accountable for the coordination of the activities of their respective sector, including functioning as a provider of last resort, where necessary.

Ensuring timely and effective responses, including through the maintenance of global capacity, rosters of trained experts and stockpiles.

Strengthening partnerships between UN agencies, IOM, NGOs, the International Red Cross Red Crescent Movement and other humanitarian actors, while also ensuring more coherent linkages with national authority counterparts.

Improved strategic field-level coordination and prioritization, leading to fewer gaps and duplication.

4


Transformative AgendaThe response to the Haiti earthquake and Pakistan floods in 2010 exposed weaknesses and inefficiencies. The “Transformative Agenda” aims to address these shortcomings.

“We recognize that we need to focus not on the process of implementing change, but on the impact

of change.” (IASC)

5

More info: IASC Principals Transformative Agenda

http://www.humanitarianinfo.org/iasc/pageloader.aspx?page=content-template-default&bd=87


6


The three pillars of the Transformative Agenda

Better leadership of the international humanitarian response to support countries’ own relief efforts

Improved coordination structures, needs assessments, planning and monitoring

Improved accountability to all stakeholders, with special emphasis on the people affected by disasters.

7

A detailed presentation on the Transformative Agenda can be found on ShelterCluster.org

https://www.sheltercluster.org/References/Documents/Transformative%20Agenda%20IASC.ppt


The Inter-Agency Standing Committee (IASC) is a coordination mechanism that brings UN and non-UN actors together

The Cluster approach is an IASC initiative-> the Cluster approach is NOT a UN-only coordination mechanism!

The majority of global cluster leads are UN agencies

IASC, the Clusters and the UN

8


11 ClustersArea of Activity Global Cluster Lead

Camp Coordination/Camp Management (CCCM) UNHCR (conflict)IOM (natural disasters)

Education UNICEF/Save the Children

Shelter UNHCR (IDPs in conflict)IFRC (natural disasters)

Emergency Telecommunications WFP/OCHA/UNICEF

Food Security (frm. Agriculture) FAO and WFP

Health WHO

Logistics WFP

Nutrition UNICEF

Protection UNHCR (conflict)UNHCR/OHCHR/UNICEF (IDPs from disasters and civilians other than IDPs affected by conflict)

Water, Sanitation and Hygiene UNICEF

Early Recovery (Cluster Working Group)* UNDP

9


Clusters and Cluster Leads Not all Clusters are activated in each emergency Clusters can be combined (for example Health and Nutrition) Global Cluster leads and Country Cluster leads don‘t have to

be identical. New thinking: train national NGOs in coordination so they can

lead Clusters Global Cluster leads are accountable to the Emergency

Response Coordinator (ERC).– Exception: IFRC, because Red Cross Red Crescent is

independent from the UN system

10


Cross-cutting issuesList of cross-cutting issues for the Cluster Approach

Early Recovery HIV and AIDS

Age Human Rights

Housing, Land and Property Rights Gender

Disability Mental Health

Environment Landmines

Livestock

Sometimes referred to as cross-cutting issue

Information Management

11


12

Coordination≠

ImplementationCluster coordinators should not directly implement programmes but support Cluster partners in providing assistance in a coordinated way.


The “provider of last resort”

Sector leads act as “providers of last resort”, meaning that they have committed themselves to filling gaps in their sector if nobody else steps up. Exception: IFRC is not a provider of last resort.

The concept of the “provider of last resort” is meant to improve predictability since it is clear who will have to step up, if everything else fails.

13


Definition: provider of last resort

“Where necessary, and depending on access, security and availability of funding, the cluster lead, as provider of last resort, must be ready to ensure the provision of services required to fulfil critical gaps identified by the cluster and reflected in the Humanitarian Coordinator led Humanitarian ‐Country Team Strategic Response Plan.”

14

Source: IASC Transformative Agenda, Chapeau andCompendium of Actions 19 January 2012

http://www.humanitarianinfo.org/iasc/downloaddoc.aspx?docId=5970


Limitations to the concept of “provider of last resort”

Source: IASC Guidance Note on Using the Cluster Approachto Strengthen Humanitarian Response (November 2006)

“… the commitment of cluster leads to do their utmost to ensure an adequate and appropriate response.”

“…it is necessarily circumscribed by some basic preconditions that affect any framework for humanitarian action, namely unimpeded access, security, and availability of funding.”

15

http://clusters.humanitarianresponse.info/document/iasc-guidance-note-using-cluster-approach-strengthen-humanitarian-response


Cluster activation Based on an initial assessment of the needs and after discussion with the

host government, the Resident or Humanitarian Coordinator (RC/HC) agrees with the Humanitarian Country Team which Clusters should be activated.

The RC/HC designates national cluster leads in consultation with global cluster lead agencies.

The RC/HC recommends the Cluster activation to the Emergency Response Coordinator (ERC) of; ERC gives global cluster leads 24 hours to approve proposal

Where available, national/regional coordination mechanismsshould be supported. In these cases, the Cluster approach

needs to be adapted.

16


Cluster de-activation

Individual Clusters are de-activated when

National and/or development partners are able to take over from a Cluster

Humanitarian needs in a particular sector have sharply decreased or ceased

17


CoordinationServices


The Cluster is the forum where all actors can discuss and agree on issues related to their sector. It takes the commitment of all Cluster partners to implement these decisions.

19


Coordination≠

Tasking20


Six core functions at field level1. Supporting service delivery

Provide a platform to ensure that service delivery is driven by the agreed strategic priorities

Develop mechanisms to eliminate duplication of service delivery2. Informing strategic decision-making of the HC/HCT for the humanitarian response

Needs assessment and response gap analysis (across sectors and within the sector) Analysis to identify and address (emerging) gaps, obstacles, duplication, and cross-

cutting issues including age, gender, environment and HIV/AIDs Prioritisation, grounded in response analysis

3. Planning and strategy development Develop sectoral plans, objectives and indicators that directly support realisation of

the HC/HCT strategic priorities Apply and adhere to existing standards and guidelines Clarify funding requirements, prioritisation and cluster contributions for the HC’s

overall humanitarian funding considerations (e.g. Flash Appeal, CAP, CERF, Emergency Response Fund/Common Humanitarian Fund)

21


Six core functions at field level4. Advocacy

Identify advocacy concerns to contribute to HC and HCT messaging and action Undertake advocacy activities on behalf of cluster participants and the

affected population

5. Monitoring and reporting the implementation of the cluster strategy and results; recommending corrective action where necessary

6. Contingency planning/preparedness/capacity building in situations where there is a high risk of recurring or significant new disaster and where sufficient capacity exists within the cluster.

→ Accountable to the HC/RC (except IFRC)Source: IASC Reference Module for Cluster Coordination at the Country Level; Oct 2012

22

https://www.sheltercluster.org/References/Documents/IASC%20Coordination%20Reference%20Module%203Oct12erc.docx

https://www.sheltercluster.org/References/Documents/IASC%20Coordination%20Reference%20Module%203Oct12erc.docx


Special role of the IFRC as Shelter Cluster “convener”

Not accountable to the HC/ERC because of independence and neutrality of the Red Cross Red Crescent Movement

Not a “provider of last resort”

IFRC does not receive funds from the CERF

23


24

Coordination≠

FundingBut:The Cluster team will assist Cluster members in writing proposals to access pool funds, such as the CAP and UN Flash Appeal.Members of the Strategic Advisory Group (SAG) vet proposals for pool funds to ensure a consistent shelter response strategy.


Cluster products


26

Needs assessments and strategic framework


3W and Factsheets

27


Accountability through agreed, transparent processes and clear

technical guidelines

28


Communication and advocacy, minutes, best practice and lessons learned

29

www.ShelterCluster.org


30

Cluster structuresin the field

Photo: OCHA/P Peron


Who are the Cluster partners?

UN agencies Host government International NGOs Red Cross Red Crescent Movement Local NGOs / Civil Society Organizations Representatives of the Affected Population Donors Academia

31


What you can do for the Cluster

You are the Cluster! The Cluster is only as good as the participation of its members.

As a Cluster member you should Participate in assessmentsProvide information about your activities Take actively part in the setting of strategiesProvide analysisAccept limited coordination responsibilitiesContribute resources (funds, personnel, coordination)

32


Ideal Country Cluster structure

SAG = Strategic Advisory Group; TWIG = Technical Working Group33


Country Cluster Structure Main Shelter Cluster meeting:

Everyone Strategic Advisory Group (SAG):

Max 15 key operational partners. Develops the overall strategy and provides strategic oversight. Vets proposal for Flash appeal etc.

Technical Working Groups (TWiGs):Specific, short-term. For example: Drainage, Temporary shelter design, etc.

34


The Cluster cannot live up to its full potential if the coordinator is all alone.


Shelter Cluster Core Coordination Team

CoordinatorTechnical coordinator

Informationmanager

36

Remote support


Potential Shelter Cluster Coordination Team (large

disaster)

Dept./Hub coordinators

LogisticsMedia

Debris

Contingencyplanning

Community liaison

Land rights

Urban settlement

Environment

Gov. liaison

Coord IMTech

Remote support

37

Mapping/GIS


ChallengesPhoto: OCHA/D DeLoroenzo


Challenges for the Cluster Approach

Lead agency staff often don’t understand role of Cluster coordination (tasking vs. coordinating)

Frequently no dedicated staff for Cluster coordination and not enough resources to add value

Still very UN centric and NGOs sometimes feel that they are not equal partners

Not enough involvement of local NGO/CSOs Not enough involvement of affected people Some new actors don’t know about the Cluster system such as

some faith based groups, very new or very small NGOs. Can be resource intensive for organizations (too many meetings) if

the Cluster is not well managed.

39


Thank you!

More info:www.ShelterCluster.org

Follow us on Twitter:@ShelterCluster

40

http://www.sheltercluster.org/

https://twitter.com/sheltercluster